Why do reclines call Dr. Jean the results queen? The name speaks for itself. Dr. Jean has been helping business owners achieve and exceed their goals for over 20 years. And now, she wants to help you get more results to your business and in your life. In fact, her mission is to leave you better than she found you. Join her as she dives deep into the world of business and entrepreneurship to provide you with actionable strategies and valuable insights and compelling stories that will propel you to greater success and ultimate results. Get ready to take notes because it's time for getting results with Dr. Jean the results queen. Hi everyone, it's Dr. Jean the results queen and I am so excited because I have two amazing guests that you are going to want to listen to because they're very different and yet super helpful. So, I'm going to introduce you to Adele and to Chip and this is something that Adele doesn't know but we share this. I have my little name as Adele so I have a lot of time. Okay, okay. And what's really fascinating is that these two individuals have a very diverse background but they've come together to help business owners in terms of negotiation. They've written a wonderful book called Convince Me. They've got an amazing training program. They will talk about communications crisis. Chip isn't, well he calls himself acts, I'll just say former, FBA hostage negotiator and Adele is all about PR and crisis management. So, the two of them together have formed something that we as business owners need to know about, listen to and implement. And with that said, welcome Adele and Chip to the show today. Thank you. Oh yes, we're excited to have you. So, this is going to be two people back and forth and we're okay with that. I know you probably don't step in on each other which is also good. Feel free to do that if you have to. I'm from New York so we step on people. Our first question, how did you get where you are today? What's been the journey? Who goes first? Okay, so I started my career right out of Rutgers University in New Jersey. And yep, so I went to Rutgers and first one to graduate college in my immediate family. So it was kind of a big deal. And not for my family that they couldn't care less. I could have been a hairdresser and they would have been happy. But yeah, so I went to Rutgers and my first job, my first job right out of college was at George Magazine of John F. Kennedy Jr's publication, which was pretty amazing. I got to meet some really fantastic celebrities. I got to be in John's company. He actually knew my first name, which I was shocked by by the end of the time that I worked there. And he was just such an interesting and integral part of my journey. And then thereafter, every time I went for a job interview, they were always like, you know, skipped over the rest of my job experience. And they were like, so did you meet him? Was he? That first job got the most conversation. But after being at George Magazine, I actually was a newspaper reporter for about four years. Then I went over to the dark side during the .com boom as they call PR when you were a journalist, worked on Madison Avenue, launched some of the biggest brands that you know today, including old favorites like moviephone.com but eBay and some really like huge old standbys. After being in New York for a while, got a little burned down on New York and was like, hey, I want to go to the other place where people get burned out, which was Washington DC, got involved in politics. Did that for a while and started my own agency 18 years ago, and I've been working with TIP for five years. So but yeah, so it's been a fun journey. Interesting, interesting approach. I launched MCI into the marketplace. People don't have a clue what MCI is versus movie phone. So I worked for MCI too. I handled the world-com crisis, the world-com crisis. Yeah, lots of things to talk about. All right, Chip, you've been your journey and then I want to hear how the two of you got together. Yeah, so I was an FBI special agent in the House's negotiator for 22 years. I started my career in the Washington DC area actually at their field office there right out of Quantico. And then in 2004, I moved and was transferred to the New York City field office. And that's where I resumed the House's negotiation and working various violations as well. And I met Adele shortly after I retired from the bureau. And we were at an entrepreneurial dinner. And it's one of those things, you know, Gene, where you go around the room, a small group of people, and you say, you know, what you did, what you're doing and that kind of thing. And after I heard what Adele did, I was like, huh, crisis communications, PR, she's also a former investigative reporter. I'm guessing that there's some interesting synergy here. So I started, we started talking. And that was in like, August, right? About five years ago. And then I were talking, she's asking me questions about what I learned at Quantico and House negotiations as an agent in the field and techniques and so forth. And she said, after a little bit of time, she said, you know what? I think we have enough now. I said, enough what? She goes, she goes, well, what you're saying and what I do, you know, there's, there's a great mix in there. Business needs this. I've got, you know, a pretty good idea of where we should head. And here's what we're going to do. We're going to put on a masterclass. I went, what? Yeah, yeah, we're going to put on a masterclass. And we're going to do it in New York City. I said, okay. And then she said, and we're going to do it in three months. I did. And to the date, Doctor, to the date, we that we are there. I'm standing there in New York City with a sold out master class with Adele. And we did, we did it again in DC and then COVID hit. And then there was a little thing called the pandemic. And then we decided, I was like, you know, we're going to make the most of this time where we're, we're, we're having a pandemic. Like, let's go sell a book, try to get it published. And we did. That's when we wrote, so we wrote convinced me over the pandemic. And, and yeah, and it was just published recently. So, yeah, it's been fun. Oh, I can see who's the, who is the integrator in this conversation. Oh, oh, make no mistake. Make no mistake. That was the smarts and the engine. There's no doubt about it. Yeah, I could see, I could see who the mover shaker is. And I chip, I love it because you're so humble. Like, people like FBI, you know, like, and you're like, yeah. Oh, gosh, no, see, I have to beat that out of him. It's been, it's been, it's been in a process. See, she is active. I mean, like, I mean, you know, we were on one, we were on one, we were on one podcast. And he was like, I was a paper pusher. I was like, no, you weren't. I didn't say that. You say, you say people from a hostage barn, 22 people, by the way, and he was just like, I did some paperwork. I did a thing. I just think, as Jeremy Parks would say, I did a thing. And I, I just love that because the most humblest of people are usually the ones who are the most powerful is, is how that works. Right. So let's talk about your, your duo, amazing situation in terms of crisis communications. How, okay, a business owner, talk to me, what do I need to know? What do I need to do? And then we're going to get into the book. But I really want to know about this crisis communication thing. Yeah. So crisis communications, essentially, is when the worst thing that you could possibly imagine happens to your business and your business is either losing revenue, you're having a reputational issue. Something is happening at which you think because of that thing that's happening, your business will be negatively impacted. It could be anything from releasing a product and your customers don't like it. And you didn't get their, you didn't get their buy-in and the market is reacting super negatively to it. It could be anything from, you know, you had a bad policy. There's somebody who's suing you. There's some, there's so many different crisis situations. Most notably, we handle a lot of ones that have a media component. So there is some level of public exposure or issue that comes to light. Again, that can impact your company. And so, you know, I was very successful in creating a firm prior to meeting CHIP. But what CHIP brought to my agency, to the crisis communication agency, truly was like, I was always the person who's on the phone was saying like, hey, listen, you need to do these five things and you need to do them right away, right? And you need to do them for the following reasons. And it was very much like pulling teeth and sometimes like, you know, executives didn't want to do it, even though they knew it was the right thing to do. And when CHIP and I started working together, what we did was he would handle the emotional side of how the executive was feeling, why they were having pulled backs, why they were having issues, why their leadership team wasn't, you know, conforming to what we needed them to do. And I was handling that, okay, let's take it one step at a time, but we need to implement these things. So we are really like this fantastic power team because, you know, we're implementing, we're handling the emotions. And there are so many heightened emotions when a crisis occurs. And it's just something that people don't account for. And it's something we've done with big, big household brand names as well as small businesses and associations really runs the gamut. But that's how we bring our two skill sets together. I love that. And CHIP, tell me about the emotional side is because most people are on the Adele side of let's just tactile, tactile, you know, tactic, tactic, tactic, tactic. We never talk about the emotional side of this, right? Yeah, exactly. What I found was, you know, again, you know, Dr, it was a, it was a transition for me, right? Going from government work to private sector. Yeah. And so in fact, one of the first things, one of the first engagements I did with Adele, you know, she said, Oh, hey, I've got this, I've got this crisis thing happen at this organization. Can you swing by, you know, I'm going to have the initial meeting with them. And so when I got there, and you know, I didn't, I didn't know what to expect that they really didn't brief me, you know, she was busy. So I fly, you know, fly in and and I go walk into the room and I'm seeing here are the groups that I'm seeing Jean, right? So you got a group over in the corner, like three or four people that are kind of huddled together and they're kind of consoling each other like they're breaking out and tears here and there's some things happening. And then there's another group that is just kind of like zombie look, like deer in the headlights, not sure what to do. And then there was, you know, one or two people that were at the table and they were like angry. You could just see it. They were seeding. And I'm like, wait, did you mention the crier? Did you mention the crying in the corner? Yeah. People who were like really angry at the table. What's going on? Yeah. And I'm like, okay, all right, I know this, right? This is the kind of thing. All right, I'm like, okay, there's somebody dead, right? So I'm like, yeah, all right, I'm good here. And I asked Adah, I said, okay, so what did happen? You know, I kind of lean over to her. And she goes, what? I said, you know, what is the what's the locus of this Christ? She goes, oh, somebody sent an email they weren't supposed to send. I was like, wait, wait, and I'm looking around the room and everything's telling me people are dead. Right? That's my read. That's that's my cold read on the situation. No, no, someone sent an email. So they're a little bit upset. She if I was wondering if you could like kind of walk them through the kind of like the de-escalation issues and see what I'm like, seriously? So yeah, but what I learned in real quick, and then subsequent engagements, Gene, was that executives have a hard time making the leap from doing the things that Adele knows to do like almost instantly, and actually executing on those things because there's an element of I didn't do anything wrong. I did everything right. You know, it's one of the things that Adele calls the fairness fallacy, you know, they're kind of like hung up in this idea but but but I did everything right for 20 years. Why is this one thing? And this one thing that's not even my fault. And we're and and so and so that's and that's what I found was the need, right? Immediately in each one, just about to a person, it's like, I hear you. I know what I know what you're saying, right? This is unfair and it is. You didn't do this. You didn't. You know, we mitigation out the yazu, right? But the idea is that getting them into the frame of mind that says, I'm ready to execute. I get it. And that takes a that takes a minute. And I've got people to execute, but they didn't like it, right? And like, I got that's the thing, like when I was doing it, and I had a whole team of people doing it with me, I it was just so hard to get people to like, to connect, to enjoy it. Like, I mean, yes, they're going through a crisis. So they're not going to like, necessarily have a good time, but at least to do it, right? They're not going to be super excited, but at least to do it with some level of enthusiasm or effort. I mean, some people were just stuck. And you really do have to handle the emotional while you're implementing. It is critical. Hey, man, brain everybody. Hello, that's why we talk about brain all the time, because it's it's really the and for business owners, we just kind of dig into the tactics. We don't ever deal with the emotional stuff. So, and it's so fascinating, because I'm sorry for the gender thing, but here's a tell is the woman who's like, okay, let's still attack this and Chiss here's like the guy who's like, let's do it with the emotions, which absolutely throw everybody off. It totally throws everybody off. I'm much more of the hard ass than Jim, but you know, I think one of the things Chip says is empathy is deadly effective. I mean, it really is. And I think I've gotten so much better at dealing with people in these heightened states as a result of working alongside Chip. And I think anyone who's listening to this podcast, I mean, if you just implement a couple of things that we're going to tell you on this podcast, you are going to be so much more impactful in your everyday business. I love that. So, Chip, what's the couple of things that I need to implement? Because I'm all about getting a result. So, what do I need to? Oh, wait, hold on. That's the second question. Well, hold on to that. I don't want to just give it away just yet. So, just, just hold on. Yeah, hold on. You got it. Just hold on a minute. Because see, people are like, why are they Dr. Jean? I'm like, oh, because I want you to keep listening. But one of the things I find so fascinating is that we as business owners really don't deal with the emotions. We go to some of it's a crisis or not, right? We just go for the tactics. So, Chip, censure the emotional guy. Yeah, tell us just to be like, why do we do that? Like, from a FBI way of looking at it. And then I'm going to ask Adele what's the tactics around that. So, yeah. Well, it's just right. The whole premise of like what we talk about in the book is getting to understanding, right? It, you know, my any agents, you know, bread and butter in the FBI, any hostage negotiator is trained in the art of listening. And we take it in our book another step further from, from active listening, which, you know, I was steeped and trained in as, as you know, Dr. And now we're talking about forensic listening. And forensic listening is all about understanding that of the person. It is the art and science of analyzing a conversation after it's happened, because we believe words leaves clues. So, so we suggest, right? We suggest that you look at a conversation and a person that you're interacting with from four perspectives. And that is their body positioning, their voice, their pitch toning cadence, their theme development, what kind of themes are they repeating? If somebody repeats something more than once, you know, this doctor, it's important to them. So it better be important to you. And then the final is the emotion. What emotion is, is kind of centering it all and putting it together. So if, if you're in conversation with somebody, a client, you know, perspective, person you want to work with, whatever that is, you should be analyzing the conversation just like this, because if it's, it's when we re engage with that person, when we talk to them again, that's where this really pays off, because we're, it's never just a one and done anymore, right? It's, it's, I'm going to see this person again, most likely, because we travel in the same circles. Also, if I get all this information together, and I bring it back and I think about the conversation, I think about the themes that they talked about and how they were animated around it and how they were moving and I'm going to have a pretty good idea about what that person is about, what they're concerned with, what's on their heart, what are they thinking about, what are the problems that they're facing. And if I can get just a little bit closer than the competition does, I'm going to be that much further ahead in that person's view. They're going to see me because I'm going to come back and I'm going to say to them, you know, I was thinking about our conversation that we had two weeks ago. Now, first of all, right, is like, how many times do we hear that? Somebody was actually thinking about us and brings it up again. And then they say, and this is what we call targeted validation, you know, when you were talking about, you know, developing deeper customer relationships, I just want you to know that really hit home with me. And I know we were there to talk about, you know, how to create greater work engagement. But it just seemed like you were, you were really centering on that deeper client relationships. And I, I took it back to my team, I implemented two of the things that you said, just two of them. It's made a huge difference. And I just wanted to say thank you as a result of that. I mean, right? That's, that's big. And so, and so that's how you get to understand somebody on a deeper level. That's, that's how you implement forensic listening to get greater engagement and be a trusted advisor for that person. Right. I love this forensic listening. I've never heard of such a thing. Although caveman brand, I'm like, oh, because for example, people say, I think this is the case. And I'm like, oh, that's a hedge that word right there. Because if you really knew you'd say, I know this to be true. So the, so caveman brain leaves little words all over the place. I get that. But the forensic listening is super interesting. I love that. Tell me more about this book convince me. What else, what else is going to be in this book when I read it? Because now I've, you know, I'm in. Sure. All right. Cool. Yeah. Well, one of the things I thought was so fascinating was just, how are people convincing? How, how do you get someone to change their mind? Especially if you're leading up a project or you need people to be more, more engaged in what you do to believe in an idea, pretty much any area of our lives, we need to be convincing. And one of the things I found fascinating was most people are pretty convincing by the time they're six years old, according to a study that was literally released in 2020. So, but most of us stop at that level. So we understand perceived value, self-interest, like, you know, I mean, there's, you know, supply and demand. By six, kids are trading candy on a playground with a sense of negotiations that are really at the level of that most of us play at as adults. And we don't get better at it because we're scared to. We're scared to try new things. We have a certain pattern of success or failure, but we're really not willing to try new things. And so our book pushes people to go, here are some tactical strategies, just like implementing forensic listening. If you implement that one tactic, you can be so much more convincing than anyone that you encounter. The other thing I found super fascinating was, you know, and I'm Italian and from New York. So obviously, like, I'm, you know, I'm persistent. I want to get my point across. And, you know, so I was always taught to start with your strongest point first, you know, go in there and just, you know, say your strongest point, especially as a woman. And all social science research for the last four years say that is the absolute worst thing that you can do. It is not effective at being convincing at all. As a matter of fact, what it does is if you go into a meeting and you start with your strongest point first, what happens? Everybody at that meeting digs their heels in. You have nowhere to go. There's nowhere when you start with your strongest point, people can't go anywhere else but to disagree with you or to agree with you, but they likely won't. You never walk into a meeting and go, here's my big idea. And everybody's like, yeah, let's close our books. We're done after like 11 seconds ready to just never happen in our dreams. And when we talk to our mother, but other than that, it never happens. So the point is to start with your point of agreement and walk people down and continue on using fear, uncertainty, which creates a little doubt and makes people go, Hmm, maybe the way I've been thinking about this, it has a different angle has a different perspective has some areas in which I hadn't thought of yet. And you systematically and very methodically unfreeze their cognitive biases so that they're open to new and new ideas and new thoughts, but they have to convince themselves. Most of us don't let them. We get them to their point of latitude of latitude of what is it rejection? Rejection latitude of rejection because we we can't stop. Well, okay, man brain stuff, you're speaking my business psychology language, my friend, I love all that. And to tell us more about this book, like because Adele set us up really well, but what else am I going to learn in this book? Well, the the other part that's kind of like sitting under the umbrella forensic listening is the concept of unstated narrative. And the unstated narrative is the disconnect between what somebody really believes about their world, you, what you represent, the product, you know, your service, and what they're willing to say to your face. And we know right is that there is a huge disconnect between those two things. That's absolutely it's truth. And so what our jobs are as as people that are interested in getting again to that deeper understanding of that person that we're across from is how much closer can we get to where that holdback thing is? What is it that's making them reticent to sign the contract or or agree to hire us as their vendor? Whatever it is, there's something. And if you again, you can discover what is actually at the impediment there, where are they in their mind that that, you know, they're kind of playing hide and seek with you, but they are like we say words, leave clues, you're going to develop this in a conversation, you're going to use all the techniques of opening the questions of bridging of of like putting together a future that that kind of shows their hand. So that's what that's that that's another way of understanding the person, you know, from a holistic point of view. I love that. And I do, I'm sorry, go on, go on, I'm sorry. Oh, no, go, go, go. No, what I was going to say is we have an entire online course on reading people and you can actually like go and get tips like minds around all these different things. Like, how do you read people in a business meeting? How do you close a deal better? Because you can get a sense of who they are, what they're thinking, their unsuited narrative. There's so many ways to do this that I am just, I feel like our business is so much better for it than anybody who takes our courses, just walks away with just a level of understanding what people don't have. I was so good. You took the words by my mouth and I was like, do you guys do any training around this? And look, you're like, there's a course. Well, okay, people are going to be like, how do we get the course? So how is you? Nope. So we're still teasing people to stay to the end because they like it. Just hold on to that for a moment. Is there anything else from the convincing book that I need to know to convince me to read this book? I think one of the most important things in the book is this idea of who are some of the most convincing people in the world. And so I had this funny thought and tips like, I don't know how we're going to work that into the book, but we have to because it's so interesting. So I was like, I think fortune tellers are some of the most convincing people you've ever encountered. Like, why? Well, you walk into their den or wherever they are, and you're like, hand them $50 or $100. And within 40 minutes, or 20, 40 minutes, whatever, they have you convinced that they know more about you than anybody else, that they have a mystical connection that they can't, you can't understand. And really, what they're doing is they're just doing a phenomenal job of taking an interest in you, of using something called predictive statements. And these are called four year statements. And essentially what they're doing is they're getting you to open up by taking a deep interest. And in you, what you feel, what you've gone through, and most of us never have someone who takes an interest at that level. And so you can use some of these skills in business. So a predictive statement, an example is, it's a little positive and a little negative. So an example is, you know, you have an enormous amount of untapped potential that is yet to be discovered. And I stop, right? And that and what's the person going to do? There's not much more to go with that, right? They're going to tell me what their untapped potential is. And then I have a special window into what they want to learn into the training I might want to get them into what I want to focus my management style on. And it's all that and just one statement. It's not even a question. And if I get if I get the statement wrong, that's okay, they'll correct me. And they'll tell me what they actually think and do and feel. And so we can learn a lot from all these people who extract so much from someone in such a short and powerful engagement as a, as a fortune teller. And actually what we found out was fortune tellers, FBI hostage negotiated, especially agent, there's sort of a connection there. Chip doesn't like it. But now, now that's not happening. Chip, you got to, you got to comment on this. Yes, absolutely. It does not wrong. The idea of, of how do you tease out information from somebody? And, and of course, just like we, we talked about doctors, the idea here is that if I, you know, am enrapped by everything that you're saying, and I'm asking questions that show you that I am interested. I'm paying attention. I picked up some notes. I wanted to follow up on a few points that, you know, just just came out of your mouth. That is, that is such an honor to another person, right? Our time, our, our focus on another human being is such a rarity. So when it happens to us, everybody wants to be seen, everyone wants to be understood, and everybody wants to, to have that picture of themselves to be pushed out into the world so that other people see them in that same light. If you can connect like that, you know, again, you're developing a different kind of relationship. And even the most hard criminals, they don't want to be seen as horrible people. They, they don't, they don't want that perception, right? So when you're, when you're interrogating tip, you can go on because I'm trying to make a point. Dale talking about she's an agent. Well, I'm moving on. I move it on. No, there's some little thing about it. Well, I just, I've just got to ask this question because it's really, and then we'll move on. You got, you all just seem such like great partners. And one of the things that we really utilize in is partnerships. And it sounds like, wait, what, what makes your partnership so special? What do you do to keep the partnership so that you're both on the same and aligned trips like me? Yeah, it's easy. You know, really, again, I, I mean, I've gotten very lucky in being able to, to find a Dell and for her to agree to take this, you know, knuckle dragger on. And it's, it's, it's like, I understand, you know, I, I get it. And, and, and when you hear her talk, she, Jean, this is no exaggeration. She has a million ideas, and they're all a million dollar ideas a day. We don't harness 99% of it, right? It just goes out the winter, but I'm always in awe because it just, she's, she's such a smart and business strategist in this area that it's, it's, it's just humbling to be a part of. And so, anything I can do to support that, I'm all about it. That's really nice. I would say it's mutual respect. You know, I think it's like, we both bring something so different to the table. And I, and I think, you know, when I am stumped, I can always ask them, like, how would you handle this? Like, how would you approach this? And I think we both have that. It's, it's a, it's a way of honoring the other person's, you know, contribution. And I think a lot of times in business partnerships that doesn't always happen. No, they, they lose mutual respect, and they don't honor each other's contributions. And one person stops contributing because, and the other one can't get the other one to contribute anymore. And it's really a sad thing. But I wonder if convince me would work in partnerships that don't. I think it would. I think it would. I think that they're, I think so many times we don't listen to each other, right? We, I think that's, I think most of our communication problems can be solved if you just give that person an audience, right? I mean, give them without judgment, without judgment and some empathy. And exactly see, just throw in the without judgment. I love that. True visionary and integrative relationship right now. It's truth on that. All right, I've got, I know we could go on most of the day, but I've got to ask the second question. Because that's what happens. And then the producer says, you run long and what the heck. So because I find it so fascinating. What are some action steps that the audience can do immediately after listening to this podcast today? Well, I think one of the things, I'm sorry. Oh, no, no. So what I was going to say is we actually have a list of those predictive statements. And if people just email us and we'll give it in the show notes. So now I realize I would love to keep going on with this conversation. But I have to ask the second question because I don't want to run too long. The producer gets upset. So tell me, Chip, what action steps can the audience take immediately after listening to this? It's going to produce some results for them. So again, going back to forensic listening, we always advise our clients, anybody that's looking to improve, you know, that connection, that their persuasion techniques, that starts on the basis of forensic listening. And these four areas, if you can take notes, you know, kind of like put up, you know, when you're taking notes with your paper and pen, if you just, you know, dedicate a space, small space, somewhere on that page, draw up a, you know, tic-tac-toe thing of four quadrants that even, and just put in those elements, the body movements, the emotion, the voice, and the theme development. And if you are paying attention, this is going to help you engage with that person on a different level. Write in those things, you know, think about it while you're having the conversation, immediately go to paper and start hitting those points. You're going to be surprised at how much better you get on the fly doing this as a result. Tic-tac-toe has more than one. It does. It does. It does. We would call that a consulting land, a two-by-two box. Two-by-two. A two-by-two box? That's good. I have an implementation tactic, I promise. Okay. Well, we call it, every consultant has a two-by-two box, so now you have your own two-by-two box. Okay. Give me your implementation, Adele. Okay. Figure out what kind of a convincer you are and understand how to adapt your style to the person that you're talking to. And there's only two kinds of convincers. There are people who lead with emotions, stories, their emotions, how they feel about something, or there are people who convince with facts and data. And while you are not 50/50, you are likely you have a preference in how you convince someone else, but that preference may differ in how you want to be convinced. While you could be a fact-based convincer to other people, you may want to be emotionally convinced when someone else is convincing you. So if you can figure out what kind of a convincer you are and adapt your style to who you're speaking to, it's going to make a really big difference and you'll be so much more effective. Wow. Those are two amazing action steps that people should do. You will get results. Stop it here, rewind, write it down, implement it this week because this is going to make you better as a business owner. I'm going to tell you that right now. Third question is, we always do. What's your favorite quote and why? It's all you. Okay. Well, I can't get away from this thing, right? I have a dog and when I go to the vet, it's this plaque that's up there that has one of those things that has those sayings on it. And this one is, be the kind of person your dog thinks you are. I just think that that speaks volumes about what we should be aiming for and how we should present to the world. I love that. Adele, do you want to add on to another quote on that? You're going to let just chip take it for both of you. I mean, I like that one that's pretty good, but I have one myself. If you don't build your dreams, someone else will build theirs. And I always think that that is a really good quote. I like that quote too, like two, like a two for today on the podcast. Those are two really good quotes. It is actually one of my favorite sections of the podcast because I just think it says so much about who you are and how you live your life. So I think it's, that's all I have. I have a great story around around that if we have time. Yeah, go ahead. Let's hear it. So when I was, when I was a VP and I was working in a small agency and I had a boss who I got a Fortune 500 company as a client for. And she says, Adele, let's go, let's take a ride. Let's take a ride together. I want to show you something. And I said, okay, so we drive about an hour in her Lexus. At this point, I'm driving some kind of facade with stick shift that always kind of stuck. And anyway, we go to her, we go to out to this beautiful area and we get out of the car and she said, look around. And I said, okay, I'll look around. And she says, I'm building this leak house. I'm building this leak house as a result of the business that you brought in. And I just want to say, wow, how exciting to build this house. And I was like, this is my freaking lake house. Like, why am I not? Why don't I own this lake house? This is stupid. Like, and I actually didn't start my own agency right then and there, but she gave me the idea. She gave me the idea. I'd been like, planning out. Thank you. Well, I actually went to a bigger agency, someone else stole my ideas. And I was like, that was it. That was the, that was the reason I was like, now I'm done. I think I've seen this several times in my career. I gotta, I gotta break out. The universe would say it spanked you once. And then it took the two by four you had and smacked. Right. Exactly. I mean, you just, you build other people's dreams if you don't build your own. So on that, I love that. How can people, okay, we've got a couple things we're going to talk about. First of all, how can people find you? Don't ask them. How can we will find you? What tell us like where we can buy the book and where can we do the class? And I understand there's also a PDF that I can get like some secret sauce thing. So I want to let you two fight it out as to who's going to take what there's four things that you go, you go. So we have a site called training so good.com. And if you go there, you'll see the, the kind of trainings that we have available. You know, if they want to delve deeper into what we're about, they can check out our website convincing company.com. And Adele. Yeah. And so we're going to be offering master classes throughout the country once a quarter. We were actually starting in Washington, D.C. at the end of September, but we don't have a date yet. Okay. And so we're going to offer that. And so we're going to offer a master class in September. And we hope people sign up for that. It's going to be in Washington, D.C. Additionally, we have all kinds of online training programs, including a training course on crisis communications and also a really cool course on how to read people effectively. That's all about CHIP's FBI background in hostage negotiation. How do you just spot a liar? How do you understand how to get somebody to trust you quickly? How do you read someone in 22 seconds? I mean, we've got some really great content. And yeah. And so we also have a PDF on those predictive statements I mentioned before that portion tellers use that you guys can use in business. And yeah. So I hope you guys could get lots of resources, go to our website, follow us on LinkedIn, constantly putting out good email newsletters and content to keep people a prize of what we're up to. Yeah. And if you want the predictive statements, you have to actually email them. So you have to do that, which will be in the show months, we could do that. Final thoughts for the listeners today that you all want to share. Go get the book. Go get the book. It's on Amazon. It's in Barnes and Noble. There's so many ways at which you can interact with the book. I just hope that you guys go and do that and write a nice review, please. Chip, do you have any final words? No, just a pleasure to be here. We were so happy to have you. And if you think that there's a person who needs to hear Chip and Adele, please send them this episode because this is how we build listenership and viewership. And we really appreciate that paying for it. And if you liked this podcast, please like us on your favorite podcast platform. As I always say, when you're ready to get results, come listen to the results, queen. I'm Dr. Jean, the results queen. Go out and get results. Thank you for listening to getting results with Dr. Jean, the results queen. If you like the show, please subscribe, rate, and review on Apple, Spotify, or wherever you get your podcasts. We appreciate it. And it really helps your fellow business owners to find the show. Go to getting results with Dr. Jean.com for more information on how you can achieve better business results with caveman brain business growth system and the entrepreneurial operating system. Here's to you getting results.
